Date of Conferral



Doctor of Business Administration (D.B.A.)




Lisa A. Cave


Ineffective Lean Six Sigma (LSS) project strategies can lead to excessive Lean Six Sigma (LSS) project costs. Manufacturing business leaders who fail to mitigate LSS project costs expose the LSS project to failure. Grounded in the theory of constraints, the purpose of this qualitative single case study was to explore successful strategies LSS project leaders use to mitigate project costs in manufacturing. The participants comprised 16 aerospace manufacturing business leaders located in the southeast and northwest regions of the United States, who successfully implemented strategies to mitigate LSS project costs. Data were collected from semistructured interviews, a focus group, and a questionnaire. Thematic analysis was used to analyze the data, 4 themes emerged: preparation, objectives, robust training, and collaboration. A key recommendation for business leaders is that involving an LSS certified expert is critical to LSS project leadership to mitigate project costs. The implications for positive social change include the potential for funding to social enterprises that reduce poverty, unemployment, and homelessness within the communities in which they operate.